Branded consumer product companies are typically product innovation and marketing-led organisations that often accept product/Stock Keeping Unit (SKU) range complexity as an inevitable and acceptable consequence of their top-line focus. However, few businesses realise the true cost of SKU portfolio proliferation and the broader impact it has on business complexity. More SKUs does not always equate to more sales, sometimes the opposite.

When the source of funds is contested, involved parties must understand where the money in question can be found and where it has moved in the past, from end to end.

In this article, we provide recommendations on the measures that parties should consider applying to avoid transaction disputes in the first place and further steps to alleviate the impact of transaction disputes if they do arise.

The demands on all companies to report on ESG issues are louder and more persistent than ever before. This trend has had a cascade effect on every oil and gas company, large or small, public or private — even private equity-owned. It is now an expectation that every company reports at least basic information about its most important ESG issues and report them in a clear and transparent way.

Following on from our articles on the CEO’s and CFO’s roles in transformation scenarios, this piece will examine the COO’s key responsibilities. It is down to the COO to guide and implement the transformation’s most important workstreams – delivering improvements, efficiencies and innovations that make the business fit for the future, as well as implementing sustainable cost reduction. In this process, the COO should carefully manage relationships with several different stakeholder groups.

Managing Director Michael Nelson featured in Houston Daily article on Amazon’s B2B expansion.

In an article for Modern Restaurant Management, A&M’s Jonathan Sharp, Kevin Smilie, Jonathan Tibus detail the steps restaurant owners can take to anticipate customer needs, automate processes, and improve technology throughout the organization to boost margins, sales and customer loyalty.

Managing Director and Head of A&M's ESG Services was recently quoted in Financial Times about the latest in the ESG landscape.

One of the key concerns from a compensation & benefits perspective upon a change in control (CIC) is the tax impact of the Golden Parachute rules under Internal Revenue Code (IRC) Sections 280G and 4999.

This article highlights the key considerations that should be considered by companies contemplating compensation arrangements during troubled times.

Get End to End Guidance on how to Navigate a Change in Control. A&M's Compensation & Benefits Team can help.

In this three part series, “Real Estate: An Alternative Investment Through Market Cycles,” A&M Real Estate Advisory Services team members, Hunt Holsomback (Managing Director) and Hameer Vaid (Senior Director), discuss real estate as an alternative investment asset class and the impact on this asset class over time withstanding different market cycles (currently through COVID-19 and its recovery).